One Janitorial · Operations

Weekly Business Review SOP

The weekly operating rhythm that forces every department to identify the real constraint, prove the diagnosis, and commit to a measurable fix.

1

FoundationPurpose of the Weekly Business Review

The WBR exists to ensure every department is measurably progressing toward its KPIs each week. It is a decision and execution alignment meeting — not a status update, not a discussion, not a place to discover problems for the first time.

Every problem discussed in the meeting must end with three things: Owner. Deadline. Proof of completion. If these are not defined, the issue has not been resolved.

2

ResponsibilityManager Responsibility

Managers are responsible for operating their department through data and operational analysis. Leadership does not attend the meeting to solve problems for you. Leadership attends to evaluate your analysis, challenge your assumptions, and approve decisions when required.

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You Must Arrive at the WBR With
  • A clear understanding of your department metrics — targets, actuals, and the variance. Numbers must be accurate and validated before the meeting.
  • Analysis explaining why those results occurred — traced to a process constraint or a person constraint. Not a restatement of the metric.
  • Evidence supporting that analysis — CRM records, call logs, ticket histories, tracker reports. "I think this might be the issue" means the analysis is not done.
  • A plan for correcting issues within the coming week — including daily actions and a tracking method. Not a goal — an operational plan.
⚠️
You Do Not Wait Until Monday

If your metrics are off on Wednesday, you start finding the root cause that day. You pull the data, review the evidence, trace the chain backward, and identify the constraint. You attempt to fix it yourself.

If you've gone through that process and you still can't resolve it, it is your responsibility to go to your manager with everything you've prepared and ask for help. You do not wait and hope it resolves itself.

3

DiagnosisRoot Cause Analysis

When a metric fails, the root cause is never just "it went down." There are two layers to every failure.

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Layer 1 — Process

What part of the process produced the result? Trace the chain backward from the failing metric to find the weakest link.

"Sit rate dropped because people did not show up" is not a root cause. That restates the metric.

"Sit rate dropped because confirmation calls were made on only 40% of appointments — there's no CRM field requiring it" is a root cause.

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Layer 2 — People

If the process existed but a person didn't follow it, you need to identify why using the diagnostic. Work it top to bottom — don't skip ahead:

1
WHAT
Did they know what was expected? If the standard isn't documented, that's on management.
2
HOW
Were they trained? Document → Demonstrate → Duplicate completed? Told once is not trained.
3
WHEN
Did they have a deadline? No deadline means no urgency.
4
BLOCKERS
Was something in their way? If the block is real, remove it.
5
WHY
Only if steps 1–4 are all cleared. Then it's motivation. Then you escalate.

You cannot conclude it's a motivation problem until the first four are confirmed clear. Most performance issues live at the top of this list.

4

WeeklyYour 3 Commitments

Every week on the Monday.com board, you set 3 commitments — the three most important things you're going to accomplish that week.

In your Monday email, cover each one:

  • What was the commitment.
  • Did you hit it? Yes or no.
  • If yes — show the proof.
  • If no — what happened, what did you try, where did it break down?
  • If you couldn't figure it out — say so, but show what you tried and where you got stuck.
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Asking for Help

I am here to help you hit your numbers. If the days are rolling by and you're not making progress, come to me and ask for help. Do not wait until Monday and show up with a miss you never mentioned.

Before you come to me, do the work first. Show up with what you've already tried, what data you looked at, where you're stuck, and what you think the problem might be.

If we get to the WBR and you didn't hit a number and you never asked for help, that's a problem. Not because you missed the number. Because you sat on it instead of raising your hand when there was still time to fix it.

5

Every MondayWhat You Do

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Due by 4:00 PM — No Exceptions

Two things. Every Monday.

1
Update your Monday.com Weekly Tracker board
Enter your numbers for the previous week. Set each status to Pass or Failed based on the targets built into the column descriptions. Fill in your 3 commitments for the coming week.
Service Weekly Tracker ↗ Sales Weekly Tracker ↗ BCO Weekly Tracker ↗
2
Send one email to Peter
Subject line: [Your Department] — Week of [Date Range]

Part 1 — Your 3 commitments from last week (Section 4).

Part 2 — Any KPI that is failing. For each one:

  • What's behind and by how much.
  • Root cause — process or person. If person, run the diagnostic.
  • Show your work — what did you pull, look at, or listen to.
  • What did you miss earlier in the week.
  • What did you already implement.
  • What are you changing this week.
  • How are you tracking it.

If everything passed and all commitments were hit, the email says so and you're done.

6

MeetingAgenda

You arrive fully prepared — board updated, email sent.

0:00–0:05 — Set the outcome.
0:05–0:15 — Tracker review. Failures only. Present the root cause, not the metric.
0:15–0:25 — Commitment review. Proof if done. One sentence why if not, plus corrective action and new deadline.
0:25–0:35 — This week's priorities. Your 3 commitments. The metric, definition of done, daily actions.
0:35–0:55 — Decision queue. Maximum 3. Problem, constraint type, evidence, options, recommendation, owner, deadline.
0:55–1:00 — Close. Confirm every commitment: what, who, by when, how we verify.
7

ProcessEscalation Ladder

When the diagnostic confirms a person problem (all five gates cleared), the sequence is:

1
Coaching
Identify the gap, run the diagnostic, fix the broken step, set outcomes with a follow-up date.
2
Re-Coaching
Same issue recurs. Verify diagnostic. Tighten to daily check-ins.
3
Write-Up
Persists after re-coaching. Formalize in writing with documentation.
4
PIP
Pattern continues. Specific metrics, daily reporting, hard deadline.
5
Termination
PIP expires without improvement. Every prior step documented.
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Critical Rule

No escalation is approved unless the diagnostic is completed and the first four gates are cleared.

8

ExampleExample Email

Subject: Sales — Week of March 31 – April 4 Commitments: Get all setters above 55 calls/day. — No. Melcher and Aika hit it. Joyce averaged 24. Coached Thursday, should have caught it Tuesday. Breakdown below. Rebuild qualification checklist and train by Wednesday. — Yes. [link to checklist] [link to recording] Close 3 deals. — Yes. TechNova, Greenfield Plaza, Birch & Main. All Closed Won in HubSpot. KPI — Setter Call Volume Target: 60/day. Actual: Joyce 24/day. Gap: 36. Root cause: Person — Joyce. WHAT ✓, HOW ✓, WHEN ✓, BLOCKERS ✓, WHY — motivation. Show my work: HubSpot call log — 38, 22, 15, 19, 26. Listened to 6 calls, avg 4:12 vs 90-sec script. Melcher avg 1:22 at 58/day. What I missed: Tuesday drop to 22, didn't address until Thursday. Already implemented: Coached Thursday, demonstrated correct pace, hit 26 Friday. Changing: Daily 2 PM count check. Below 30, coaching on the spot. No hold by Wednesday, performance conversation. Tracking: Daily HubSpot pull at 5 PM. Target 55+/day.
9

SummaryRules

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Non-Negotiables
  • Board updated and email sent by Monday 4:00 PM. No exceptions.
  • Only report KPIs that are failing.
  • Every failing KPI gets the full breakdown.
  • If your metrics are off mid-week, start finding the root cause that day.
  • Every commitment: specific action, measurable output, hard deadline, verification method.
  • Thursday check-in covers only your 3 commitments. On track or stuck.